Project Area

Building Upon the Success of the 100 Wild Islands

The Wild Islands Tourism Advancement Partnership aims to build upon the success of the 100 Wild Islands campaign by the Nova Scotia Nature Trust, and is looking to position the area from Musquodoboit Harbour to Sherbrooke as a one-of-a-kind sustainable tourism destination that is recognized internationally.

What happened to STEP?

The Strategic Tourism Expansion Program (STEP) process ended on April 7th, 2016 with the Funder’s Presentation, whereby the STEP Strategic Plan and its findings were presented to ACOA, local funders and the public.

However, this tourism initiative is still in its early stages. Plans for future project leadership and funding were developed and outlined in the STEP Strategic Plan. This led to the formation of WITAP, which is the group which will continue to move this initiative forward. All future efforts of the initiative must align with the Unique Selling Proposition (USP), Vision Statement, and Positioning statement listed in the STEP Strategic Plan.

Current Projects

Research >> Product >> Brand >> Marketing >> Demand

To prepare a comprehensive and authoritative cultural history of the wild islands with a database heritage inventory of all of the roughly 400 islands within the area. These research findings will serve to guide an archaeological investigation of the islands most likely to have cultural resources showcasing Pre-Contact, Contact and/or historic period use.

2. Archaeological survey of the wild islands

To conduct a professional archaeological survey of as many as twenty islands, consisting of reconnaissance conducted by boat and on-foot (with appropriate permits). Encountered cultural resources would be left undisturbed, but documented in detail in a report (in accordance with the Special Places Protection Act).

To create awareness of experiential tourism products and their potential for creating additional income for established businesses and opportunities for new businesses.

4. Deliver local tourism development workshops using proven methods

To capitalize on the successful track record of tourism businesses in other areas of North America that have business models predicated on unique selling propositions (USP) similar in content. These workshops will provide access to the knowledge and experience of specific, relevant and successful tourism businesses.

5. Prepare island-viewing look offs and a water/land route-guide

To prepare a plan that includes an implementation budget for the phased development of an integrated route guide, directional signage and island-viewing look offs that will allow road-based visitors to better experience the islands without having to actually visit them.

6. Develop essential-visitor-services strategy

To develop a realistic strategy that will provide visitors with an essential level of fundamental services (clean washrooms, potable water, gas, food, information) throughout the area on a year-round basis no more than one hour apart by car together with full cell phone and wireless internet coverage.

To partner with Nova Scotia Environment and the Nova Scotia College of Art and Design to secure full funding for a comprehensive analysis of the opportunities for building sustainable opportunities for local economic development based on an exploration of the arts and “wilderness assets”.

8. Develop an inventory of the wild island assets

To conduct a comprehensive inventory of the ecological, natural heritage and recreation assets and usage of the islands and the key headlands that will provide the necessary information for a comprehensive integrated management plan that will support the sustainable economic development of the area.

To create a brand statement, name and visual identity for the archipelago of wild islands that has been tested in the target markets and found to be effective in enticing visitors to the area.

10. Prepare content for online marketing

To create the structure and content for a branded website, social media, and self-directed digital tour strategy that will utilize existing, readily available information, that is easily updated and ready to “go live” once a long-term website management service has been secured.

While the Musquodoboit Harbour-Sherbrooke destination area seeks to position itself in the minds of the visitor as “a one-of-a-kind Canadian coastal touring and activity-engaging experience”, the Unique Selling Proposition (USP) may be that the Musquodoboit Harbour-Sherbrooke destination area is “A unique network of ‘wild islands’ and coastal headlands”. The ultimate positioning and USP will be finalized through a branding exercise.